Developing a Project Charter PDF

Developing a Project Charter ▪ Involves managing and performing the work described in the project management plan o The majority of time and money is usually spent on execution ▪ The application area of the project directly affects project execution o Prod...

Developing a Project Charter ▪ Involves managing and performing the work described in the project management plan o The majority of time and money is usually spent on execution ▪ The application area of the project directly affects project execution o Products of the project are produced during the execution phase 38  Developing a Project Charter ▪ The project manager needs to focus on leading the project team and managing stakeholder relationships to execute the project management plan successfully o Project resource management, communications management, and stakeholder management are crucial to a project’s success ▪ Project planning and execution are intertwined and inseparable activities o The main function of creating a project management plan is to guide project execution 39  Developing a Project Charter ▪ Those who will do the work should help to plan the work o All project personnel need to develop both planning and executing skills, and they need experience in these areas 40  Developing a Project Management Plan o To coordinate and integrate information across project management knowledge areas and across the organization, there must be a good project management plan. o A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control. o Plans created in the other knowledge areas are considered subsidiary parts of the overall project management plan. 41  Developing a Project Management Plan o Project management plans also document project planning assumptions and decisions regarding choices, facilitate communication among stakeholders, define the content, extent, and timing of key management reviews, and provide a baseline for progress measurement and project control. 42  Developing a Project Management Plan o Project management plans should be dynamic, flexible, and subject to change when the environment or project changes. o These plans should greatly assist the project manager in leading the project team and assessing project status. 43  Project Management Plan Contents o The project management plan briefly describes the overall scope, schedule and cost baseline for the project. Specific plans in each of those knowledge areas provide more detailed baseline information. o For example, the project management plan might provide a high-level budget baseline for the entire project; whereas the cost baseline prepared a part of the project cost management knowledge area provide a detailed cost projection by WBS by month. 44  Project Management Plan Contents o Project management plan should be dynamic, flexible and receptive to change when the environment or project changes. These plans should greatly assist the project manager in leading the project team and assessing project status. Just as projects are unique, so are project management plans. 45  Project Management Plan Contents ▪ It is often helpful for IT project managers to have prior technical experience o Small projects: A small project that involves a few people working over a couple of months might have a project management plan consisting of only a project charter, scope statement, and Gantt chart. o Large projects: A large project that involves 100 people working over three years would have a much more detailed project management plan. It is important to tailor project management plans to fit the needs of specific projects. 46  Managing Project Work & Knowledge o Directing and managing project work involves managing and performing the work described in the project management plan, one of the main inputs for this process. o Other inputs include approved change requests, enterprise environmental factors, and organizational process assets. o The majority of time on a project is usually spent on execution, as is most of the project’s budget. o The application area of the project directly affects project execution because products are created during the execution phase. 47  Managing Project Work & Knowledge o The project manager would also need to focus on leading the project team and managing stakeholder relationships to execute the project management plan successfully. 48  Project Execution Tools & Technique o Directing and managing project work requires specialized tools and techniques, some of which are unique to project management. Project managers can use specific tools and techniques to perform activities that are part of execution processes. o Project managers can use specific tools and techniques to perform activities that are part of execution processes: o Expert judgment o Meetings o Project management information systems 49  Project Knowledge ▪ Basic types of knowledge o Explicit knowledge: easily explained using words, pictures, or numbers and is easy to communicate, store, and distribute o Tacit knowledge: tacit knowledge sometimes called informal knowledge, is difficult to express and is highly personal. o Example includes belief, insight, and experience. It is often shared through conversations and interaction between people. Many organizations set up programs like mentorships, communities of practice or workshops to assist in passing on tacit knowledge. 50  THANK YOU 51 Selecting Team & Co mm unication Management  Identifying the Skills Needed As the project manager, it is your responsibilities to ensure that resources are available at the right time to keep the project on track. This means that you plan who you need at which points of the project and then ensure that: 1. These resources are on hand 2. They are properly inducted into the project. 3. They have been contracted under the right terms and conditions 2  Identifying the Skills Needed EXTENDED TEAM CORE TEAM Brought in for particular tasks - a Work together for the majority of the video editor or a specialist in CGI project programming full-time staff members contract-in people The project manager needs to identify the mix of skills necessary for the project and then assemble an appropriate core and extended team. 3 Managing m ultimedia design process Multimedia Production involves a series of processes, and it can be best described as a team effort. The Project Manager is the catalyst and coordinator of the project, managing all resources and overseeing the progress of the design and development team. Some of the key people in multimedia development are the following: A project manager Subject matter experts Contracted or in-house multimedia production expertise The instructional designer The writer (scripting and editing); Video and audio technicians Advertising, marketing, championing activities. Coordination of external resources such as on site location, content gathering, filming on site etc. 4  Project M a nager Project managers must work closely with the other stakeholders on a project, especially the sponsor and project team. Coordinates the entire development of the multimedia project and is ultimately the person responsible for quality of the final product, allocation of funds, and the time management of the project  Project M a nager Project managers must work closely with the other stakeholders on a project, especially the sponsor and project team. Coordinates the entire development of the multimedia project and is ultimately the person responsible for quality of the final product, allocation of funds, and the time management of the project  Project M a nager The overall development, implementation, and day-to day operations of the project. The design and management of a project. Understanding the strengths and limitations of hardware and software. Ensuring people skills and organizational skills. Conveying information between the team and the client. Coordinates initial startup meetings between all parties; Schedules additional meeting throughout the project; Clarify, publish, and communicate timelines and milestones (establish deadlines); Breakdown the allocation of tasks and ensure all agencies are aware of their schedule and responsibilities; Monitor the allocation of tasks and the use of resources; Monitor progress; Manage the allocation of financial resources; Ensure quality control throughout the project and sign off the final deliverable; Evaluate the process and produce a project completion report;  Team M a nagement Principles A good team culture can be defined as having the following characteristics: Everyone pulling together to achieve well-defined tasks. Respect for each other’s skills. A sharing of success and failures Mutual support when needed. 8  M a n agement Styles Directive style Appropriate when you have the knowledge n experience to make the necessary decisions, have to accept the responsibility for your decision and the decision is needed quickly. Make the decision & then direct the team members to carry out. Consultative Style You need to make a decision You are fairly confident about it but you have time to check the view of team members 9  M a n agement Styles Collaborative Style Occur when you recognize that you don’t have the right knowledge/skill/experience so you seek the team’s view to gain experience. Decision are based on the majority view Delegation Style You transfer the power of decision making on some matters to members of the team Need to make clear how far the delegation is allowed, delegate with complete authority within the limits set. 10 Successful managers of creative team s Strong experienced leadership Leaders as part of the team Care in selecting the team Provision freedom and trust Encouragement of collective working Support & protect for the team 11  HOW THE ORGANIZATION CAN EFFECT TEAM MANAGEMENT Strong experienced leadership Leaders as part of the team Care in selecting the team Provision freedom and trust Encouragement of collective working Support & protect for the team 12  Project Human Resource Ma nagemen t Project human resource management includes the processes required to make the most effective use of the people involved with a project. Human resource management includes all project stakeholders: sponsors, customers, project team members, support staff, suppliers supporting the project, and so on. 13  Successful managers of creative team s Project human resource management includes the processes required to make the most effective use of the people involved with a project. Human resource management includes all project stakeholders: sponsors, customers, project team members, support staff, suppliers supporting the project, and so on. 14 Four Process Human Resource Ma nagemen t Planning human resource management involves identifying and documenting project roles, 1 responsibilities, and reporting relationships. The main output of this process is a human resource plan. Acquiring the project team involves assigning the needed personnel to work on the project. Key 2 outputs of this process are project staff assignments, resource calendars, and project management plan updates. Developing the project team involves building individual and group skills to enhance project 3 performance. Team-building skills are often a challenge for many project managers. Managing the project team involves tracking team member performance, motivating team 4 members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. 15  KEYS TO MANAGING PEOPLE Authority Assignment Budget Promotion Money Penalty Work challenge Expertise Friendship 16  Covey’s seven habits to improve effectiveness on projects Be proactive. Begin with the end in mind Put first things first. Think win/win Seek first to understand, then to be understood Synergize Sharpen the saw 17  Developing Resource Management Plan & Team Charter 18 Project Organizational Charts 19 In addition to defining an organizational structure for a project, it is also important to follow a work definition and assignment process. Figure below provides a framework for defining and assigning work that consists of four steps: Finalizing the project requirements Defining how the work will be accomplished Breaking down the work into manageable elements Assigning work responsibilities 20 Work definition and assignment process 21  Developing Project Team 22  Tuckman Model The Tuck Forming involves the introduction of team members, either at the initiation of the team or as new members are introduced. This stage is necessary, but little work is actually achieved. 1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning 23 Team highly committed and eager to complete project objective. Level of work is high. Relationship between team members and project have settle. Level of conflict is lower than in storming phase. The project objective if clearer. Member start to apply their skills to work on their assign tasks and work begin to progress slowly. Initial stage of team dev. Process involved transition from individual to team member.  The Myers-Briggs Type Indicator The Myers-Briggs Type Indicator (MBTI) is a popular tool for determining personality preferences. The four dimensions of psychological type in the MBTI include: 1. Extrovert/Introvert (E/I) 2. Sensation/Intuition (S/N) 3. Thinking/Feeling (T/F) 4. Judgment/Perception (J/P) 25  The Social Styles Profile Many organization also use the Social Styles Profile in team-building activities. David Merril describe people as falling into four approximate behavioural profiles, or zones, based on their assertiveness and responsiveness. 1. Drivers 2. Expressive 3. Analytical 4. Amiable 26  MANAGING THE PROJECT TEAM 27  Tools and Techniques for Managing Project Teams Several tools and techniques are available to assist in managing project teams: 1. Observation and conversation 2. Project performance appraisals 3. Interpersonal skills 4. Conflict management 28  PROJECT COMMUNICATION MANAGEMENT 29  Key to Good Communication  Formal and informal methods for communicating  Distributing important information in an effective and timely manner  setting the stage for communicating bad news  Determining the number of communication channels. 30  PLANNING COMMUNICATION MANAGEMENT 1. Stakeholder communications requirements 2. Information to be communicated, including format, content and level of detail. 3. Who will receive the information and who will produce it 4. Suggested methods or technologies for conveying the information 5. Frequency of communication 6. Escalation procedures for resolving issues 7. Revision procedures for updating the communications management plan 8. A glossary of common terminology 31  MANAGING COMMUNCATION Selecting the Appropriate Communication Methods and Media 1. Interactive communication: As the name implies, two or more people interact to exchange information via meetings, phone calls, or video conferencing. This method is usually the most effective way to ensure common understanding. 2. Push communication: Information is sent or pushed to recipients without their request via reports, e-mails, faxes, voice mails, and other means. This method ensures that the information is distributed but does not ensure that it was received or understood. 32  MANAGING COMMUNCATION 3.Pull communication : Information is sent to recipients at their request via Web sites, bulletin boards, e-learning, knowledge repositories like blogs, and other means. In addition to determining the appropriate method or methods for communicating specific project information, it is important to consider which media to use 33  SUGGESTION FOR IMPROVING PROJECT COMMUNICATIONS Developing better communication running effective meetings Using e-mail, instant messaging, texting, and collaborative tools effectively Using templates for project communications 34 INTERFACE DESIGN  What is User Interface ? The layout of the visual and interactive elements that enables user to interact with the system. The user interface (UI) is the point of interaction between a user and a multimedia application. It's the visual design and structure that allows users to interact with the application and experience its content.  UI brings together concepts from interaction design, visual design, and information architecture. It is a crucial aspect of multimedia project management, focusing on creating intuitive, user-friendly, and visually appealing interactions between users and digital systems. It encompasses the planning, development, and implementation of graphical user interfaces (GUIs) that facilitate perfect communication and enhance the overall user experience.  VISUAL DESIGN INTERACTION The visual style and aesthetics of DESIGN the interface, including color It focuses on how users interact schemes, typography, and with the interface, ensuring that the imagery, play a crucial role in elements are easy to understand, creating a positive user experience. use, and navigate. INFORMATION ARCHITECTURE The organization and structure of the content, making it easy for users to find the information they need. IA ensures that all elements (content, media, and functionalities) are grouped and labeled in a way that aligns with user expectations, facilitating a smooth user experience. It determines how information is organized and presented to users, including navigation menus, search systems, categories, and content hierarchies, with the goal of making the interface user-friendly and efficient to use.  The interface of a social media app like Instagram includes various UI elements like the news feed, user profile, settings, and messaging. Each of these elements has its own UI design and functionality. All elements work together to provide a seamless and enjoyable user experience.  What is Interface Design ? The PROCESS of creating user interfaces that facilitate interaction between users and digital content and anticipating what users might need to do and ensuring that the interface has elements that are easy to access, understand, and use to facilitate those actions.  Design of user interfaces for machines and USER INTERFACE software, such as computers, home appliances, mobile devices, and other electronic devices, with DESIGN the focus on ease of use, maximizing usability, pleasurability for the user. A well-designed user interface creates a user experience that the designer intended and/or a user experience that the user appreciates. The Importance of User interface Design User Experience (UX) Improvement: UI design directly impacts the overall user experience of a product. A well-designed UI can make a product easy to use, intuitive, and enjoyable, leading to higher user satisfaction and engagement. Increased Usability A well-designed UI considers the needs and preferences of users, making it easier for them to interact with the product and accomplish their goals. This results in higher usability and efficiency. Brand Identity UI design helps establish and reinforce the brand identity of a product or service. Consistent use of brand colors, typography, and visual elements in the UI can help create a strong brand presence and recognition. The Importance of User interface Design Competitive Advantage In today's competitive market, a well-designed UI can be a key differentiator. Products with intuitive, visually appealing interfaces are more likely to attract and retain users compared to those with poor UI design. Increased User Engagement A well-designed UI can help increase user engagement by providing interactive and enjoyable experiences. This can lead to longer user sessions, higher retention rates, and increased user loyalty. Reduced Learning Curve: A well-designed UI can reduce the time and effort required for users to learn how to use a product. Intuitive design elements and clear navigation paths can help users quickly understand how to interact with the interface. The Importance of User interface Design Accessibility UI design plays a crucial role in ensuring that a product is accessible to users with disabilities. By following accessibility guidelines and best practices, UI designers can create interfaces that are usable by a wide range of users. A well-designed interface improves usability and efficiency, reducing user frustration and errors. Cost-Effectiveness Investing in UI design early in the product development process can help save costs in the long run. A well- designed UI can reduce the need for extensive redesigns and updates, leading to a more cost- effective product development process.  10 Principles of Good User Interface Consistency 01 Use consistent design elements throughout the interface, such as colors, typography, icons, and layout, to create a cohesive and familiar user experience. Clarity 02 Ensure that the interface is clear and easy to understand, with intuitive navigation and easily recognizable interactive elements.  10 Principles of Good User Interface Simplicity 03 Keep the design simple and avoid unnecessary complexity. Focus on the core functionality of the interface and remove any elements that do not contribute to the user experience. Hierarchy 04 Use visual hierarchy to prioritize important elements and guide users' attention. This can be achieved through the use of size, color, contrast, and spacing.  10 Principles of Good User Interface Feedback 05 Provide clear and immediate feedback to users when they interact with the interface. This helps users understand the outcome of their actions and improves the overall user experience. Accessibility 06 Design the interface to be accessible to users of all abilities. This includes following accessibility guidelines for text, color, navigation, and interactive elements.  10 Principles of Good User Interface User Control 07 Give users control over their interactions with the interface, allowing them to easily navigate, undo actions, and customize their experience. Aesthetics 08 Pay attention to the visual design of the interface, including colors, typography, and imagery, to create a visually appealing and engaging user experience.  10 Principles of Good User Interface Functionality 09 Ensure that the interface is functional and easy to use, with clear labels, logical workflows, and intuitive interactions. Context 10 Design the interface to be context-aware, providing relevant information and options based on the user's current task or situation.  CHOOSING INTERFACE ELEMENT 1. Input Control : buttons, text fields,checkboxes, radio dropdown lists, list boxes, toggles, date field. 2. Navigational Components: breadcrumb, slider, search field, pagination, tags, icons.  CHOOSING INTERFACE ELEMENT 3. Informational components: : tooltips, icons, progress bar, notifications, message boxes, modal windows 4. Containers: accordion Types of User Interface  Graphical User Interfaces Users interact with visual representations on digital control panels. Allows users to interact with devices by using images, icons, symbols, and other visual representations. example : Desktop operating systems like Windows or macOS, mobile apps, The UI of your desktop is the best example of GUI. and websites.  Voice User Interfaces VUI relies on voice and speech recognition. Enables users to interact with a system using voice commands. example : Virtual assistants like Siri, Google Assistant, and Amazon Alexa.  Gesture Based Interfaces Gesture-based interfaces allow users to interact with a system using gestures, such as waving, pointing, or swiping. example: gaming consoles, smartphones, and other devices with motion-sensing capabilities.  Command-Line Interfaces CLI allows users to interact with a program or system by typing commands into a terminal or console. It's commonly used by developers, system administrators, and power users to perform specific tasks efficiently. with motion-sensing capabilities.  Menu-Driven Interface Users navigate through a series of menus or options to perform actions or access content. Example: ATMs, early mobile phone interfaces, or printer control panels.  Touch User Interfaces TUI are designed for devices with touch- sensitive screens, such as smartphones and tablets. Users can interact with these interfaces by tapping, swiping, pinching, and other gestures. e.g : Smartphones, tablets, interactive kiosks, and modern laptops with touchscreens.  AR & VR Interfaces AR and VR interfaces provide immersive experiences by overlaying digital content onto the real world (AR) or creating entirely virtual environments (VR). These interfaces often use gestures, voice commands, and motion tracking for interaction.  Natural Language Interface This type of interface allows users to interact with a system using natural language, such as text or speech. NLI is used in Google-Maps, Chat- GPT, Mid-Journey-AI, and various others new AI based applications  Conversational Interface (Chatbot) Users interact with the system through text-based or voice-based conversations. Example: Customer service chatbots, messaging platforms like Facebook Messenger or Slack bots. ICON Visual symbols used to represent concepts, actions, or objects in a graphical user interface (GUI). Used to enhance the usability and visual appeal of an interface by providing intuitive visual cues that help users quickly understand the functionality of different elements. Typically simple in design, using clear and recognizable shapes and colors to convey meaning. ICON TRENDS 2024 1. Clean Line-Based Icons 2. Circles as a Supplement in Icon Design 3. Hand-Drawn Icon Design 4. Isometric Icon Design 5. Lineless Flat Colors 6. Cute, Whimsical Icons 7. Dual Color Palettes 8. Playful 3D Icons 9. Single Solid Colors 10. Playful Sticker-Themed Icons 11. Blocky Icons With Shadows 8 TIPS FOR DESIGNING ICONS 1. Make it easy to read 2. Think Icons, NOT image 3. Avoid Word 4. Use Vibrant Color 5. Develop a symbol or simple logo 6. Remember Scale 7. Create in Vector Image 8. Think outside the design box Usability refers to the ease of use and learnability of a USABILITY human-made object, such as a tool, software application, or website. It is a measure of how well a user can interact with the object to achieve their goals effectively, efficiently, and satisfactorily. Usability encompasses various aspects, including ease of understanding, navigation, and feedback, as well as the overall user experience. A usable design is one that is intuitive, efficient, and error-tolerant, leading to a positive user experience. NIELSEN AND MOLICH'S 10 USER INTERFACE DESIGN GUIDELINES  THE COMPONENTS OF USABILITY Learnability Efficiency Memorability How easy it is for Once users have /Visibility users to accomplish learned the design, When users return to a task the first time how quickly can they the design after a they encounter the perform tasks? period of not using it, interface and how how easily can they many repetitions it reestablish takes for them to proficiency? become efficient at. that task.  THE COMPONENTS OF USABILITY Errors Satisfaction How many errors do Satisfaction is the users make, how degree to which users severe are these feel content, 6 Usability Testing Examples & Case Studies errors, and how easily comfortable, and https://www.analysia.com/usability-testing-examples/ can they recover positive about their from the errors? overall experience with the system.  ACCESSIBILITY Accessibility refers to the design of products, devices, services, or environments that can be used by people with disabilities. It ensures that individuals with disabilities have equal access to information and functionality, enabling them to fully participate in society. Accessibility is not just about providing accommodations for people with disabilities but also about creating inclusive designs that benefit everyone, regardless of their abilities. Visual impairments: Providing alternative text for images, using high-contrast colors, and ensuring that content is readable with screen readers. Hearing impairments A well-designed UI can help increase user engagement by providing interactive and enjoyable experiences. This can lead to longer user sessions, higher retention rates, and increased user loyalty. Motor impairments Ensuring that websites and applications can be navigated and used with keyboard-only input. Cognitive impairments: Ensuring that websites and applications can be navigated and used with keyboard-only input.  Testing Phase in Multimedia Project Management TBMM 3123 – MULTIMEDIA PROJECT MANAGEMENT SLIDESMANIA.COM  In every project, the Testing stage ensures that the product to be free from bugs. Apart from bug elimination, another aspect of testing is to ensure that the multimedia application meets the objectives of the project. SLIDESMANIA.COM  Testing is examining the project performance according to the specifications that have been agreed. This will include the robustness of the code or compatibility of the website across different browsers, the structure and content of the program or website, the interface, the interactivity, the performance of the program or site under specific conditions, the look and feel and perhaps accessibility issues. SLIDESMANIA.COM  Multimedia & Testing Is testing necessary in Does it have to be done by multimedia? people outside the team? Should software testing How much does it cost/ value? techniques be applied to SLIDESMANIA.COM multimedia applications?  Testing & evaluation are important to make improvements. Testing - implies matching a prescribed set of quantifiable criteria against performance to find error. Evaluation - more wider in that it is looking not for specific errors but for improvement to the design during development or when the program finished. SLIDESMANIA.COM  Testing a multimedia package To thoroughly test a multimedia product, there are a variety of things that should be considered: Does your multimedia product meet all the user requirements? Is it suitable for the audience? Is it fit for purpose – is good enough to do the job it was designed to do? Does it convey the intended message appropriately? Have spelling and grammatical errors been corrected? Are the color scheme, font, layout and images suitable for the intended audience? Does it work in different browsers and on different platforms? Do the links work correctly? SLIDESMANIA.COM  Multimedia products should be tested with a select group of end users (representatives of the target audience). Testing should aim to gather feedback through interviews, observation and questionnaires in order to identify errors, suggest further enhancements and comment on performance. SLIDESMANIA.COM  Test plan A test plan should be created which tests the following: ❖ Navigation testing: Do all links work? ❖ Multimedia testing: Are the media (image, video, sound) assets appropriate for the target audience and subject matter? ❖ Asset operation: Are all multimedia assets operational? ❖ Load times: Do multimedia assets load within an appropriate time window? ❖ Script testing: Have all scripts been tested for functionality and logic errors? Do they add value to the project? SLIDESMANIA.COM  TESTING STRATEGY To clarity the major task and challenges of the test project. It means stating in writing what measures will be taken to ensure that the final program meets the client’s requirements. This includes the responsibilities of the team members to meet the technical and functional requirements at each stage, the analysis of users , peer review process, building and trailing a prototype if necessary. SLIDESMANIA.COM  Example of an element of a multimedia test plan SLIDESMANIA.COM  Types of Testing Concept testing Prototyping Field trials Alpha Testing Acceptance testing Beta Testing Peer review Usability tests SLIDESMANIA.COM  Types of Testing Concept Testing Concept testing (to be distinguished from pre-test markets and test markets which may be used at a later stage of product development research) is the process of using surveys (and sometimes qualitative methods) to evaluate consumer acceptance of a new product idea prior to the introduction of a product to the market. Involves asking customers questions about your concepts and ideas for a product or service before actually launching it. Thus, you can gauge your customers' acceptance and their willingness to buy and therefore make critical decisions before the launch. SLIDESMANIA.COM  Types of Testing Usability Testing Usability testing is a dynamic process that can be used throughout the process of developing interactive multimedia software. The purpose of usability testing is to find problems and make recommendations to improve the utility of a product during its design and development. Usability testing is the practice of testing how easy a design is to use with a group of representative users. It usually involves observing users as they attempt to complete tasks and can be done for different types of designs. It is often conducted repeatedly, from early development until a product’s release. SLIDESMANIA.COM  Types of Testing Prototyping Prototyping is an experimental process where design teams implement ideas into tangible forms from paper to digital. Teams build prototypes of varying degrees of fidelity to capture design concepts and test on users. With prototypes, you can refine and validate your designs so your brand can release the right products. Field Trials Field trials have become a common method for studying the use of novel technologies, widely used in fields (such as HCI, Ubicomp and CSCW) where the interests of investigators goes beyond technical feasibility to exploring user understandings, practices and the eventual uses that systems might be SLIDESMANIA.COM put.  Types of Testing Peer Review A peer review or testing is a way of evaluating work performed by a co- worker. In software development, it stands for cross-checking the code written by developers. The developers need to be at par with each other. Peer review technique is adopted in many other professions, as it involves a team effort, which is productive in pursuit of a common goal. Acceptance Testing Acceptance testing, a testing technique performed to determine whether or not the software system has met the requirement specifications. The main purpose of this test is to evaluate the system's compliance with the business requirements and verify if it is has met the required criteria for delivery to SLIDESMANIA.COM end users.  Testing Strategies State what measures will be taken to ensure that the final program meets the client’s requirements. This include: The number and type of sign-off stages, The responsibilities of the team members to meet the technical and functional requirements at each stage The analysis of the users if applicable A peer review process if applicable The building and trailing of a prototype if necessary SLIDESMANIA.COM  Testing Strategies To clarity the major task and challenges of the test project. It means stating in writing what measures will be taken to ensure that the final program meets the client’s requirements. This includes the responsibilities of the team members to meet the technical and functional requirements at each stage, the analysis of users , peer review process, building and trailing a prototype if necessary. SLIDESMANIA.COM  Differentiate Developmental Testing and Acceptance Testing Some design errors will be Developmental Testing impossible to change because of Testing the program against specifications the repercussions on the whole of includes: the rest of the project. the overall structure, They need to be spotted early in text, the project to avoid effects on audio and video scripts, other parts of the application. the audio and video edits, Is the combination of sign-offs of the look of the graphics, the completed parts of the project the look and as well as the natural refinement of the feel of the navigation. the individual assets during the development process. SLIDESMANIA.COM  Differentiate Developmental Testing and Acceptance Testing Acceptance Testing The first standard is the program has to operate without failing. Some issues to note: Takes place at the final stage of the amount of use- number of users project to predefined criteria specified in might overload the system, cause testing strategy. the site to slow down or cause some functions to stop working. The integrated code is tested and the Load testing and stress testing of robustness of the project is scrutinized. the site may become necessary and in some cases the site will need to be given to a specialized test facility for this. Predict and cost the extent of SLIDESMANIA.COM these forms of testing  FINAL SIGN OFF If the final acceptance test is pre-specified and understood by all parties, then final sign-off will follow smoothly. It is important to have this agreement in writing just as with other sign- offs. This will act as the end of the responsibilities of you and your team to the client so that final payment can be claimed. SLIDESMANIA.COM  WHEN DOES FINAL SIGN-OFF HAPPEN When a test is completed, it should be reviewed and formally signed-off by the test leader, the responsible user manager and anyone else who is been identified as an authoritative reviewer. In some cases you might note that a test was not entirely satisfactory although the problems were not sufficiently severe that you would wish to delay completing the tests or releasing the system. You should record what future action is required to remedy this problem. Ensure that appropriate remedial actions are defined and agreed for action at an appropriate time. SLIDESMANIA.COM  TEST CYCLE DIAGRAM SLIDESMANIA.COM SIGNOFF FORM SLIDESMANIA.COM  WHEN DOES FINAL SIGN-OFF HAPPEN When a test is completed, it should be reviewed and formally signed-off by the test leader, the responsible user manager and anyone else who is been identified as an authoritative reviewer. In some cases you might note that a test was not entirely satisfactory although the problems were not sufficiently severe that you would wish to delay completing the tests or releasing the system. You should record what future action is required to remedy this problem. Ensure that appropriate remedial actions are defined and agreed for action at an appropriate time. SLIDESMANIA.COM  TESTING VS EVALUATION ▪ Testing is a sub-project within an overall development project. ▪ This intensive interactive course shows how to manage testing as a project so it provides effective testing on time and within budget. ▪ This course also helps test managers effectively communicate the value of their testing and negotiate for scarce time, resources, and influence. ▪ This course is designed for systems and business managers, project managers, project leaders, analysts and other professionals who manage software projects. SLIDESMANIA.COM  TESTING VS EVALUATION ▪ Testing is a sub-project within an overall development project. ▪ This intensive interactive course shows how to manage testing as a project so it provides effective testing on time and within budget. ▪ This course also helps test managers effectively communicate the value of their testing and negotiate for scarce time, resources, and influence. ▪ This course is designed for systems and business managers, project managers, project leaders, analysts and other professionals who manage software projects. ▪ Establishing a clear understanding of the development problem; SLIDESMANIA.COM ▪ Building into the project design lessons from previous operations;  Testing Multimedia Presentation according user ‘s habit It is important to learn about your audience in order to test an appropriate pool of subjects. they use google analytics to track their viewers, which has been extremely useful. Screen Resolutions Operating System Browser Flash Versions Visitors Overview Topics for discussion SLIDESMANIA.COM  TESTING VS EVALUATION ▪ Testing is a sub-project within an overall development project. ▪ This intensive interactive course shows how to manage testing as a project so it provides effective testing on time and within budget. ▪ This course also helps test managers effectively communicate the value of their testing and negotiate for scarce time, resources, and influence. ▪ This course is designed for systems and business managers, project managers, project leaders, analysts and other professionals who manage software projects. ▪ Establishing a clear understanding of the development problem; SLIDESMANIA.COM ▪ Building into the project design lessons from previous operations; Thank you! SLIDESMANIA.COM  Project Schedule Management DEFINITION Managing multimedia projects effectively requires a comprehensive approach to scheduling. A well-defined schedule ensures timely completion of deliverables, optimizes resource allocation, and reduce risks. Project schedule management is the process of organizing tasks and milestones within a multimedia project to ensure timely completion. It involves identifying project deliverables, estimating time for each task, sequencing activities, and regularly monitoring the project timeline. Multimedia development often involves coordinating diverse teams such as designers, programmers, content creators, and animators. Effective scheduling aligns these cross-functional teams and resources to achieve project goals efficiently.  Enhanced Clarity and Focus 01. A well-structured project schedule provides a clear roadmap for all team members, detailing what needs to be done, by whom, and when. Importance of This clarity helps prevent confusion and keeps everyone aligned on Project project goal. Scheduling Improved Resource Management Accurate scheduling allows project managers to allocate resources 02. effectively, ensuring that the right people are assigned to the right tasks at the right times. This minimizes the risk of overallocation or underutilization of resources, which can lead to delays and budget overruns. Reduce Risk By identifying dependencies and potential bottlenecks early in the 03. planning phase, project scheduling serves as a proactive tool for risk management. It enables teams to anticipate challenges and develop contingency plans, thereby reducing the likelihood of project delays  Better Communication Importance of A project schedule acts as a communication tool that keeps Project Scheduling 04. stakeholders informed about progress and expectations. It simplifies reporting and enhances transparency, allowing for more effective collaboration among team members and stakeholders Increased Accountability 05. When tasks are clearly defined in a schedule, team members can take ownership of their responsibilities. This accountability fosters a sense of commitment to meeting deadlines and achieving project milestones Scheduling Management in Multimedia Development Process of planning, organizing, and controlling the time allocated for tasks, activities, and deliverables throughout the project lifecycle. In multimedia development, which often involves complex and creative processes (like video production, animation, graphics, sound, and interactivity), effective scheduling ensures that all aspects of the project are completed within the agreed timeframe and budget.  1. PLANNING AND DEFINING ACTIVITIES Work Breakdown Structure Task Dependencies (WBS) Visual representation of the work Multimedia projects involve you need to do to complete a different components that need project. Break the work down into to be done in a particular order Work Packets that are organized (e.g., audio needs to be into groups. completed before syncing with animation). These dependencies must be considered when scheduling.  2. ESTIMATING TIME FOR ACTIVITIES Duration Estimation Resource Availability Since multimedia projects often The availability of human involve creative processes, resources, software tools, and estimating the time needed for other critical assets are taken into tasks (like animation rendering or account. For instance, video video editing) can be challenging. production may depend on Time estimation techniques (such specific software tools, and their as analogous or three-point availability affects the schedule. estimation) help ensure accurate projections.  3. DEVELOPING THE SCHEDULE Gantt Charts: Critical Path Agile Scheduling This visual representation is Analysis (CPA) Multimedia projects often frequently used to create require flexibility due to In multimedia projects, project timelines. It helps creative iterations and determining the critical show how tasks are feedback loops. Agile path helps identify sequenced, the start and scheduling methods allow which tasks must be end dates, and any for iterative progress and completed on time to overlaps between tasks. revisions throughout the avoid delays in the project timeline. overall project. 4. BALANCING CREATIVITY WITH DEADLINES Multimedia projects often require creative freedom, which can conflict with strict deadlines. Balancing these two is critical to avoid both rushed, low-quality output and delays in the project. Setting realistic timelines with room for creative input is essential.  5. MONITORING AND CONTROLLING THE SCHEDULE Progress Tracking Adjusting the Communication Schedule The schedule must be If there are delays, scope Continuous communication regularly monitored against changes, or new requirements, with the team and actual progress. Project the schedule needs to be stakeholders ensures managers use tools to track adjusted. Techniques like everyone is aware of the time spent on tasks and adding float/slack time or timeline, changes, and compare it to the initial rescheduling tasks are used to potential bottlenecks. keep the project on track. estimates.  CHALLENGES IN SCHEDULING MULTIMEDIA PROJECTS Creative Technical Interdisciplinary Uncertainty Constraints Collaboration Multimedia projects often Rendering times, software Multimedia development involve iterative work, crashes, or hardware involves multiple teams limitations can cause where creativity or (designers, developers, unforeseen delays. innovation can extend audio engineers) working timelines unexpectedly. together, and miscommunication can lead to scheduling issues.  TOOLS FOR MULTIMEDIA SCHEDULING Project Management Tools Specialized Multimedia Tools: Tools like Trello, Asana, or Some software tools like Adobe Microsoft Project are widely used Creative Suite or Unity have built- to visualize and manage schedules in project scheduling capabilities in multimedia projects. that help streamline multimedia- specific tasks.  70% Success cases Research indicates that projects with well-defined schedules are 70% more likely to be completed successfully than those without. Effective scheduling not only enhances productivity but also contributes to overall project success by ensuring that projects are delivered on time and within budget. PROJECT COST MANAGEMENT  Introduction to Project Cost Management Definition: Project Cost Management involves planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget. Managing multimedia project costs is essential for success. It involves careful planning, budgeting, and monitoring to ensure projects stay within financial constraints and deliver expected outcomes.  Financial Success The Importance Cost management helps ensure of Project Cost multimedia projects are completed Management within budget, preventing financial losses. Project Scope and Quality Decision-Making Effective cost management ensures Accurate cost data allows for resources are allocated informed decision-making regarding appropriately, maintaining project resource allocation, scope scope and quality. adjustments, and risk mitigation. Summary: Ensures resources are used efficiently, minimizes overspending, and maximizes the project’s financial performance.  Key Phases of Project Cost Management 01 02 Resource Planning Cost Estimation Identify all necessary resources for Estimate the costs associated with each the project, including labor, resource identified in the planning phase. materials, equipment, and services. Accurate cost estimation is crucial as it directly impacts the overall project budget. Develop a Work Breakdown Structure (WBS) to outline tasks Estimation techniques: and resource requirements clearly Analogous Estimation: Using historical data from similar projects. Parametric Estimation: Applying statistical relationships between historical data and other variables. Bottom-Up Estimation: Summing the costs of individual work packages to form a total estimate  Key Phases of Project Cost Management 03 04 Cost Budgeting Cost Control Create a detailed project budget by Monitors project spending, tracks budget aggregating estimated costs and performance, and prevents cost overruns. including contingency reserves for Techniques: unforeseen expenses. Earned Value Management (EVM): A method to measure project performance by comparing budgeted costs with actual expenses. Break down the budget by phases, Cost Variance Analysis: Determines the difference deliverables, or cost categories to between planned costs and actual costs. establish a cost baseline for Forecasting: Predicts future project costs based on tracking performance current expenditure rates and project progress. Corrective Actions: Adjustments made to manage and control costs when variance exceeds acceptable limits.  01 Tools and Techniques Cost Estimation Techniques Analogous Estimation Used in Project Cost Parametric Estimation Three-Point Estimation Management Bottom-Up Estimation Expert Judgment Delphi Method Project cost management is essential for ensuring that projects are completed within 02 budget and on time. It involves various Cost Management Tools processes, including planning, estimating, Cost Management Plan budgeting, and controlling costs. Here, we Cost Baseline explore the key tools and techniques used in Earned Value Management project cost management. (EVM) Variance Analysis Trend Analysis Reserve Analysis Work Breakdown Structure (WBS)  Common Challenges in Project Cost Management Cost Overruns: Due to poor estimation, resource allocation issues, or unexpected changes. Scope Creep: When the project scope expands, leading to higher costs than initially planned. Resource Constraints: Shortages in manpower, materials, or equipment, increasing costs. Inflation and Price Variations: Changing market conditions can impact the cost of materials and labor.  Types of Cost In project cost management, understanding different types of costs is essential for effective budgeting, financial decision-making, and overall project success. Here, we delve into the definitions and implications of sunk costs, direct costs, actual costs, and indirect costs. 01 02 Sunk Cost Direct Cost A sunk cost refers to money that Direct costs are expenses that can be has already been spent and directly attributed to a specific project, cannot be recovered. product, or service. These costs are easily identifiable and include resources that are This type of cost is often used solely for project activities. considered irrelevant to future decision-making because it does e.g. Labor costs, Materials , Equipment not change regardless of the rental fees, Travel expenses related to the outcome of a project. project  03 04 Actual Cost Indirect Cost Actual cost refers to the total expenses Indirect costs are expenses that cannot be incurred during a project, encompassing all directly traced to a specific project but are direct and indirect costs. This metric is used necessary for overall business operations. to assess financial performance against These costs support multiple projects or planned budgets. activities. e.g. Administrative salaries, Rent for office space, Utilities (electricity, water), General office supplies Understanding sunk costs, direct costs, actual costs, and indirect costs is fundamental in project cost management. Each type of cost plays a unique role in budgeting, financial decision-making, and overall project success. By effectively managing these costs, project managers can enhance transparency, improve resource allocation, and ultimately achieve better project outcomes.  Conclusion Effective Project Cost Management ensures that the project can be completed within the budget, maximizing resource efficiency and stakeholder satisfaction. Continual monitoring, updating, and adjusting are essential in dynamic projects to stay within the budget and meet the project’s financial objectives. THANK YOU FOR YOUR ATTENTION